Collaboration patterns in circular economy innovation ecosystems: evidence from the Horizon Europe programme

Purpose The transition to circular economy (CE) models requires robust innovation ecosystems (IEs) that foster collaboration among diverse actors. This paper aims to map collaboration patterns within IEs for the CE (IECEs) and to explain how different actors contribute to CE development and why structural bottlenecks emerge. Design/methodology/approach The authors conduct a multilevel, directed network analysis of 276 Horizon Europe projects involving 2,364 organisations across 31 countries, examining macro (country) and micro (organisation/type-of-agent) structures. The authors compute centrality, modularity and density and assess dynamic robustness via targeted node-removal simulations. Findings Countries that are advanced in CE are not always the ones at the centre of collaboration. Coordination tends to sit with a small group of countries. At the organisational level, firms mainly secure and use funding and deliver projects, while universities and research centres connect partners and often lead coordination. The public bodies are less well integrated. The network holds together, but it leans heavily on a few highly connected players and leaves smaller clusters at the edges. If the key players step back, collaboration and the spread of CE solutions could slow. Practical implications The findings provide actionable insights for policymakers and funding bodies to refine collaboration frameworks, ensuring better alignment between innovation efforts and CE policy objectives. Social implications Strengthening collaboration within IECEs can accelerate the transition to sustainable economic models by fostering innovation-driven solutions to resource efficiency and waste reduction. Enhancing participation from diverse stakeholders, including public institutions, can contribute to more inclusive and effective CE policies. Originality/value The authors foreground the misalignment between actors’ transition mandates and their network positions and introduce role–centrality fit as a governance lens for assessing and improving IECE performance across macro- and micro-levels.